Can we re-captivate employees?
Can we re-captivate employees?
The keys to success for “caring” managers
By Olivier TRUONG and Paul-Marie CHAVANNE
Return “caring behavior” to the core of organizations
Dictators, perverts, temperamental or volatile characters, etc. the authors paint the portraits of tyrannical leaders and then formulate proposals about how to reconsider the individual so he can fulfill his potential.
This work gives managers the keys to success so they can reinvent the relationships at work and develop a culture of caring.
Éric Albert, psychiatrist, founder of Uside, author of Partager le pouvoir (Sharing the Power) (Albin Michel, 2014)
Frank Bournois, Dean at ESCP Europe, co-author with E. Suleiman and Y. Jaidi of La prouesse française – Le management du CAC40 vu d’ailleurs (French Exploit – CAC40 Management seen from Outside) (Odile Jacob, 2017)
Laurent Choain, HRD of an international auditing in consulting firm, President of Cercle de Prospective RH
Raphaël H. Cohen, professor, author, business executive, consultant and co-director of the Entrepreneurial Leadership DAS program at the University of Geneva
François Dupuy, professor at Cedep, author of the best-seller Lost in management (Seuil, 2011)
Philippe Gabilliet, professor at ESCP Europe (Paris), author of Éloge de l’optimisme. Quand les enthousiastes font bouger le monde (Praise of optimism. When enthusiasts move the world) (Saint-Simon, 2010)
Quy Huy, professor at Insead, author of the concept of “emotional capital in companies”
Emmanuel Jaffelin, philosopher, author of Éloge de la gentillesse en entreprise (Praise of Kindness in Organizations) (First, 2015)
Bernard Ramanantsoa, Honorary President of HEC Paris and author of Apprendre et oser (Learn and Dare) (Albin Michel, 2015)
Maurice Thévenet, professor at Essec Business School, author of Le plaisir de travailler (The Pleasure of Working) (Éditions d’Organisation, 2000), and Le nombre et le pouvoir (Numbers and Power) (Nouvelle Cité, 2016)
Nathalie Roos, Divisional President and Executive Commitee member in a large French CAC 40 company
“By brilliantly clarifying the concept of caring and illustrating it with multiple perspectives, the authors successfully develop a masterful and pragmatic synthesis of a vital area of focus for managerial development“
Philippe Gabilliet, Professor at ESCP Europe
“This book demonstrates that caring is at the heart of management in the 21st century. The route to follow is demanding, but gratifying, and above all effective.“
Eric Albert, Psychiatrist and Business Consultant
“Placing caring at the heart of an organization makes work a humanistic reality. This book is filled with advice and illustrated with examples. It will guide you to economic and social success.“
Emmanuel Jaffelin, Philosopher
Caring behavior rejects the approach of immediately seeking to blame and focuses on a positive posture based on understanding before judging. Thus trust, confidence and caring behavior are complementary so other work relationships can be formed than those based on suspicion and control. None of this is easy: to quote Chris Argyris, it is urgent that we quit following "defensive routines" that require time, energy and also courage.
If the question of potential was essentially posed in the 1970s, that of caring behavior is typically a concern of the 21st century. This question is at the heart of the dynamism and drive in any organization because it raises the dual issue of intent versus ability.
A key ingredient to maximize the level of a team's engagement is its members' sense of safety, without obviously overdoing it. This means that the overall rules of the game, including those related to caring behavior and fairness, must be known and accepted, which is the essence of a code of conduct. To make sure that everyone accepts and respects the code of conduct, it is important that the employees themselves co-develop it.
Emotional capital supports caring behavior in that it provides the collective, organizing architecture that structures the quality of interpersonal relations in organizations. Left to individual personal motives and skills, the practice of caring behavior could vary greatly based on variances in individual skills and motivations, differences in interpersonal relations, and differences in situational contexts.
First the leader must be accountable for his own action. Such is his challenge: how to be at the same time the narrator of the aspired collective identity, the one that holds the power, and the one that guarantees fairness and justice (i.e., caring) in actual operations. To demonstrate this, he must take the risk of giving before receiving and play out the reciprocal obligations thus created between himself and his subordinates.
A commonality between engagement, the pleasure of working and caring behavior is that all three can be discovered and learnt. It is also a personal requirement to seek or promote one or the other. The requirement applies as much to organizations and managers as to everyone.
Companies are beginning to see that a paradigm shift is called for in Human Resources. Formerly "hard-nosed worlds" of their own driven by external competition, companies are starting to understand that the external confrontation requires a common front in-house. It is the end of "divide and rule."
Caring behavior is at the heart of management in the 21st century. The route to follow is demanding, but gratifying, and above all effective.
By placing employee comfort, relational quality and the respect of psychological and social needs front and center, one lays the basis of a genuine managerial culture of caring that aims to reconcile performance and the quality of human relations.
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